How do I ask for help when my workload is too much? Ask Johnny

Johnny C. Taylor Jr. tackles your workplace questions each week for USA TODAY. Taylor is president and CEO of SHRM, the world's largest trade association of human resources professionals, and author of “Reset: A Leader’s Guide to Work in an Age of Upheaval.”

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Question: I’ve always been the “go-to” person on my team, but now my workload has grown to the point where I can’t keep up. I’m afraid if I voice this, I’ll look like I can’t handle the pressure. How do I ask for help without damaging my reputation? – Simone

Answer: Being the “go-to” person is a compliment ‒ until it quietly becomes a trap. What made you successful earlier in your career can eventually become the very thing that limits your growth. If you’re overwhelmed, that’s not a failure. It’s often a sign that your role has evolved faster than your workload has been recalibrated.

Here’s the mistake high performers often make: They default to working longer hours. With fewer boundaries. And more plates spinning. That might work for a while, but it’s not sustainable ‒ and it’s not how leaders think. Leaders focus on leverage, not endurance.

If you go to your manager and say, “I can’t handle this,” you’re right to worry about how that lands. But that’s the wrong framing. This isn’t about capacity; it’s about priorities, efficiency, and impact.

Start by getting clear on how you’re spending your time. How much of your workload is routine or administrative? That’s necessary, but not the highest and best use of your skills. Those are often the first opportunities for better efficiency ‒ through streamlining, delegation, or better use of technology.

Then shift the conversation from stress to strategy. Try something like: “I want to make sure I’m focused on the work that delivers the most value. I see opportunities to improve processes and offload lower-value tasks so I can stay focused on higher-impact responsibilities.” That signals judgment, not weakness.

If your organization allows it, understand how artificial intelligence or automation tools can support your work. Used properly, they’re not shortcuts ‒ they’re force multipliers. They can help handle first drafts, summaries, and organization, so your time and judgment are applied where they matter most. Smart managers appreciate employees who think this way.

And if you manage people, here’s the harder truth: Growth requires letting go. You don’t advance by doing everything yourself. You advance by enabling others and trusting the systems around you. Holding onto every detail might feel safe, but it limits both you and your team.

I’ve had to learn this lesson myself. There were tasks I was good at ‒ tasks I enjoyed ‒ that I eventually had to step away from. Not because I couldn’t do them, but because my time was better spent elsewhere. That transition was uncomfortable. It was also necessary.

Speaking up the right way won’t hurt your reputation. Burning out will. When you ask for help by focusing on priorities, efficiency, and smarter ways of working, you demonstrate maturity and leadership. The goal isn’t to do more. It’s to do what matters most ‒ and do it well.

The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY.